Presented by Only Agile. Agile Project Management

Transcription

1 Presented by Only Agile Agile Project Management

2 Introductions Roy Schilling Agile Coach/Trainer CSM, CSPO, CSP, PMI-ACP 30+ years in IT 10+ years practicing Agile Finance, Insurance, FDA, Federal, Manufacturing 2

3 Session Approaches Approaches to learning in this session: Cell phones on silent One conversation at a time The goal is understanding vs. slide coverage Use Backlog for future discussions Respect Time Boxes 3

4 Session Objectives Present Agile benefits Provide a solid understanding of Agile principles and practices Present methods for planning, tracking and scaling Agile projects Copyright 4

5 Exercise: Distribution 2 Minutes Agile/Lean Knowledge 1 Awareness heard of it, read about it Limited dabbled in it, used some of the techniques. 1-2 years of experience with some practices and principles. 3+ years of experience with some practices and principles. 5+ years of experience with practices and principles. 5

6 Burning Questions 10 Minutes In Each Group Introduce yourselves, if you haven t already Develop questions about Agile that your group would like to have answered before the end of the course Write each question on a post-it - 1 question per note Each group read their top question Put the questions on a flip chart on the wall 6

7 Why Agile? Highest Importance Very Important Somewhat Important Not Important Accelerate Time to Market Manage Changing Priorities Increase Productivity Better Align IT/Business Enhance Software Quality Project Visibility Reduce Risk Simplify Development Process Reduce Cost Improve Team Morale Enhance Software Maintainability/Extensibility Improve/Increase Engineering Discipline 39% 37% 38% 46% 29% 51% 26% 39% 23% 48% 18% 42% 16% 46% 15% 42% 14% 35% 11% 39% 10% 40% 9% 37% Source: VersionOne State of Agile Survey 7

8 What is Agile? Agile is an idea supported by a set of values and principles. Agile defines a target culture for successful delivery of product. Steve Denning Practices Principles Values 8

9 Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. 9

10 Agile Principles 1) Satisfy the Customer 2) Welcome changing requirements 3) Deliver working software frequently 4) Business people and developers working together daily 5) Build projects around motivated individuals 6) Face-to-face conversation is the best form of communication 7) Working software is the principle measure of progress 8) Agile processes promote a sustainable pace 9) Continuous attention to technical excellence & good design enhances agility 10) Simplicity 11) Self-organizing teams 12) The team reflects regularly on how to become more effective, then tunes and adjusts and adapts its behavior accordingly 10

11 Methodologies 3% 3% 2% 2% 2% 2% 1%1%1% Scrum Scrum/XP Hybrid Custom Hybrid Don't Know Kanban 8% Scrumban Feature-Driven Development 52% Extreme Programming XP 9% Lean Other Agile Unified Process (AgileUP) Agile Modeling 14% Dynamic Systems Devlelopment Method (DSDM) Source: VersionOne State of Agile Survey 11

12 Scrum in a Nutshell Split your organization into small cross-functional teams. Split your work into small concrete deliverables. Prioritize and estimate relative to other work. Split time into short, fixed-length iterations. Optimize and update priorities in collaboration with your customers. Optimize your process through retrospectives after each iteration. 12

13 Kanban in a Nutshell Visualize the workflow Split the work into small pieces Use named columns to visualize the state in the workflow Limit Work in Progress (WIP) Assign explicit limits to how many items may progress in each workflow state Measure the Lead time Lead Time = average time to complete one item Optimize the workflow to make the lead time as small and predictable as possible 13

14 Which Tool is Best? Tool = anything you use to accomplish a task or purpose Process = how you work 14

15 Prescriptive or Adaptive Tailor Down Tailor Up Waterfall (Many) RUP (120+) XP (13) Scrum (9) Kanban (3) Do Whatever (0) 15

16 Plan Driven or Value Driven Traditional Agile Fixed Features Time Budget Plan Driven Value/Vision Driven Estimated Time Budget Features/Value 16

17 We tend to build the wrong stuff Often 13% Always 7% Never 45% Sometimes 16% Rarely 19% Source: Standish Group

18 Prioritization Financial Value Return on Investment (ROI) Net Present Value (NPV) Internal Rate of Return (IRR) Customer Value MoSCoW Must Have, Should Have, Could Have, Won t Have Kano Analysis Must Be, Performance, Delighter, Not Relevant Cost of Delay / Weighted Shortest Job First Risk-Adjusted Backlog Expected Monetary Value (EMV) = Risk Impact ($) * Risk Probability (%) Risk Factor (RF) = Risk Impact (Days) * Risk Probability (%) Relative Prioritization / Ranking Ranked Order List 18

19 Risk High High Risk Low Value Do last, if at all High Risk High Value Start Here Low Risk Low Value Low Risk High Value Low Source: Agile Estimating & Planning by Mike Cohn 19

20 Minimize Risk and Realize Value Agile delivers value incrementally while reducing the risk of failure over time. 20

21 Resource Allocation Resource Optimization Multiple projects Multiple projects, rolled off some Assigned but not many tasks yet Time-to-market Optimization Define Build Define Build Define Build Test Test Test 21

22 Exercise: Focus 30 Seconds Each Rules: Instructor will give you the rules Materials: Sheet of paper and writing utensil 22

23 Team Structures Product Backlog Features Features Features Component Teams UI Middleware Integration Feature ProductA UI MW Backend BE Product Backlog Features Features Features Agile Team A Agile Team B Agile Team C Feature A UI MW BE Feature B UI MW BE Feature C UI MW BE Feature Teams 23

24 Colocated / Distributed Teams Common Practices Team norms Core hours Working agreements Colocated Osmotic Communication Tacit Knowledge Distributed Webcams Instant Messaging Interactive Whiteboards Heavier reliance on documentation Colocate geographically Get together whenever possible 24

25 Cone of Uncertainty Requirements Design Code Test Deploy Uncertainty Planning Users Cost of change increases over time 25

26 Progressive Elaboration The process of adding more detail as information emerges Plans Architectural designs Risk assessments Requirements definitions Acceptance criteria Estimates Test scenarios 26

27 Continuous Planning Vision Roadmap Release Sprint Big Picture As necessary by Product Owner/Stakeholders Ties Vision to Approach Every release by Product Owner View of Horizon Every release by Product Owner and Team Near-term Plan At the start of each sprint by Team Daily Inspect and Adapt Daily by Team 27

28 Traditional Roadmap 12 Month Roadmap Project A Project B Project C Enhancements Days 28

29 Agile Roadmap 12 Month Roadmap Days 29

30 Release Plans MVP/MMF Buy a Book Buy known book by credit card and ship via UPS ground Search Pay Ship By Title By Credit Card Via UPS By Author By Pay Pal Via FedEx By Genre By Gift Card Via USPS 30

31 Story Map Pay Ship Wish List Always Use Search by Author Enter Payment Info Ship via UPS Pay by Credit Card Store Account Data Select Shipping Options Criticality Search by Genre Pay by Pay Pal Modify Account Data Ship via FedEx Pay by Gift Card Ship Via USPS Delete a Book Seldom Use 31

32 Requirements Brief, simple statement from a User perspective Emphasize verbal rather than written communication. Clearly defined acceptance criteria Great for planning Starting point for a conversation Details will come later Story ID Who As a patient, I want access to my test results online, so that I don t need to call the doctor. Why What Risk The system shall provide access to test results online Value Estimate 32

33 Acceptance Criteria Instead of replacing the conversation with an upfront, detailed document, we allow the details to emerge through conversations Acceptance Criteria is the result of the conversations that we had about the User Story Acceptance criteria spell out what the Product Owner expects and what a team needs to accomplish Acceptance criteria are the story-specific part of the definition of done 33

34 Estimates Wideband Delphi and Planning Poker Team-based Estimation Consensus Ideal Time Relative Sizing / Story Points Based on Size and Complexity, not time Triangulate with other known factors Smaller stories Similar stories Larger stories Use abstract unit of measure: Story Points Affinity Estimating 34

35 Yesterday s Weather A good predictor of the future is what we ve done in the past Velocity Average number of story points completed in a sprint Lead Time Average time to complete one item 35

36 Forecasting 36

37 Managing Issues Potential Issue Issue/Impediment Done 37

38 Tooling The Agile Application Lifecycle Management Tools: Track all aspects of an Agile Project Stories Defects Iterations Scrum/Kanban boards Team member capacity Progress Etc. Tools are not a substitute for collaboration!!! 38

39 Tracking Progress - Team Source: Henrik Kniberg Whole team maintains task boards Low-tech, high-touch approach More accurate and up to date than Gantt charts 39

40 Tracking Progress - Project Burndown Effort Date Burnup Effort Date Total Planned Completed Planned 40

41 Tracking Progress - Features Source: Scaled Agile Framework Dean Leffingwell 41

42 Tracking Flow 42

43 Tracking Investments Track expenditures by Investment Category Where are we spending our money? Gartner Value Model Run, Grow, Transform Geoffrey Moore Optimize, Neutralize, Differentiate Custom New Market, Maintenance, Cost Savings Short Term Growth, Long Term Growth, BAU 43

44 Definition of Ready How do you know when you re ready? Story Ready: INVEST Acceptance Criteria Estimated Understood Dependencies Risks Sprint/Release Ready: Little or all research Dependencies Goal understood Infrastructure Resources Risks 44

45 Definition of Done How do you know when you re done? Story Done: Code Test Integration Documentation Configuration Sprint/Release Done: User Manual Training Release Notes Install Docs Scripts 45

46 Measuring Teams Balanced Scorecard Reliability Value Quality Improvement 46

47 Agile Contracts Fixed Traditional Features Time Agile Budget Plan Driven Value/Vision Driven Estimated Time Budget Features/Value Money for Nothing, Change for Free Standard fixed price contract, some T&M for extra work Change for Free allows change to occur for no extra cost Money for Nothing allows for early termination if no value Fixed Price Work Packages Smaller sequential SOWs Vendor can re-estimate subsequent packages based on new information/risks 47

48 Scaling Scrum of Scrums 48

49 Scaling SAFe Source: Scaled Agile Framework Dean Leffingwell 49

50 Keys to Agility Small, Empowered Teams Small, Frequent Releases Transparency Continuous Improvement Eliminate Waste Limit Work in Progress Stop Starting and Start Finishing! 50

51 Exercise: Simulation See Instructions Rules: Each ball must be touched be each team member A pass must have air time Cannot pass to neighbor (shoulder to shoulder) Drop or bad pass, is considered a defect Planning (2 minutes): Plan/design your process Give estimate Iteration 1 (2 minutes) Pass as many balls as possible Retrospective (2 minutes): Review design and plan Improve Iteration 2 (2 minutes) Pass as many balls as possible Copyright 51

52 Wrap-Up Only Agile URL: LinkedIn: 52